This chapter reviews the key research traditions within organizational studies, highlighting three core models of organization. It attempts to link the current literature to the health care ...
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This chapter reviews the key research traditions within organizational studies, highlighting three core models of organization. It attempts to link the current literature to the health care implementation literature. It also discusses the implications of the literature for EBHC implementation.Less

Studying Complex Organizations in Health Care

Ewan
Ferlie
Sue
Dopson

Published in print: 2005-05-12

This chapter reviews the key research traditions within organizational studies, highlighting three core models of organization. It attempts to link the current literature to the health care implementation literature. It also discusses the implications of the literature for EBHC implementation.

This chapter examines the impact of professional boundaries as an important aspect of context on the career of EBHC initiatives. In particular, it discusses the role of professional power and ...
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This chapter examines the impact of professional boundaries as an important aspect of context on the career of EBHC initiatives. In particular, it discusses the role of professional power and professional socialization. It also highlights the link between professionalization and managerlization. The data are used to illustrate how professional boundaries impact on translation process.Less

Professional Boundaries and the Diffusion of Innovation

Louise
Fitzgerald
Sue
Dopson

Published in print: 2005-05-12

This chapter examines the impact of professional boundaries as an important aspect of context on the career of EBHC initiatives. In particular, it discusses the role of professional power and professional socialization. It also highlights the link between professionalization and managerlization. The data are used to illustrate how professional boundaries impact on translation process.

Organizations are being urged to experiment with new structures and processes. A ‘process perspective’ on organizing is emerging as a major challenge to ‘functional’ principles of organizing ...
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Organizations are being urged to experiment with new structures and processes. A ‘process perspective’ on organizing is emerging as a major challenge to ‘functional’ principles of organizing established during the last century. Business process reengineering is one exemple of process thinking that has received great attention amongst organizational theorists and practitioners. This in-depth account of business process reengineering within a major NHS hospital is an important contribution to the very limited stock of empirical knowledge about new organizational forms, especially in the public sector. The book combines empirical data gathered through an intensive, comparative case study method with strategic choice and neo-institutional theories to analyse the changing context of public organizations, the importation of models of organizing from private to public organizations, and the dynamics of public sector transformation. The outcomes of the change programme add to our more general organizational knowledge about the impact of corporate change programmes, particularly in professionalized and public sector settings, impediments and enablers of lateral organizing structures and processes, and contradictions within the New Public Management between functional and process principles for organizing.Less

Terry McNultyEwan Ferlie

Published in print: 2004-02-26

Organizations are being urged to experiment with new structures and processes. A ‘process perspective’ on organizing is emerging as a major challenge to ‘functional’ principles of organizing established during the last century. Business process reengineering is one exemple of process thinking that has received great attention amongst organizational theorists and practitioners. This in-depth account of business process reengineering within a major NHS hospital is an important contribution to the very limited stock of empirical knowledge about new organizational forms, especially in the public sector. The book combines empirical data gathered through an intensive, comparative case study method with strategic choice and neo-institutional theories to analyse the changing context of public organizations, the importation of models of organizing from private to public organizations, and the dynamics of public sector transformation. The outcomes of the change programme add to our more general organizational knowledge about the impact of corporate change programmes, particularly in professionalized and public sector settings, impediments and enablers of lateral organizing structures and processes, and contradictions within the New Public Management between functional and process principles for organizing.

Business Process Reengineering (BPR) was used to implement transformatory change in the Leicester Royal Infirmary, a large National Health Service (NHS) teaching hospital in the UK. This NHS Trust ...
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Business Process Reengineering (BPR) was used to implement transformatory change in the Leicester Royal Infirmary, a large National Health Service (NHS) teaching hospital in the UK. This NHS Trust was under pressure to improve performance but at the same time it needed to retain the support of doctors and other health care professionals in achieving these improvements. This programme received support from stable top-level leadership and ‘hybrid’ help from both doctors and managers. This change, however, produced uneven outcomes and required managers to form partnerships with clinicians. This chapter introduces how BPR works and relates this with the limits of organizational transformation. Also, BPR here is presented as an example of process organization and not merely a managerial fad. This chapter generally looks at health care and hospitals from a management perspective.Less

Introduction and Key Themes

Terry McNultyEwan Ferlie

Published in print: 2004-02-26

Business Process Reengineering (BPR) was used to implement transformatory change in the Leicester Royal Infirmary, a large National Health Service (NHS) teaching hospital in the UK. This NHS Trust was under pressure to improve performance but at the same time it needed to retain the support of doctors and other health care professionals in achieving these improvements. This programme received support from stable top-level leadership and ‘hybrid’ help from both doctors and managers. This change, however, produced uneven outcomes and required managers to form partnerships with clinicians. This chapter introduces how BPR works and relates this with the limits of organizational transformation. Also, BPR here is presented as an example of process organization and not merely a managerial fad. This chapter generally looks at health care and hospitals from a management perspective.

This section describes the process of interdisciplinary research in relation to individual differences, cultural diversity, and contradicting standpoints. Stage one deals with the identification of ...
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This section describes the process of interdisciplinary research in relation to individual differences, cultural diversity, and contradicting standpoints. Stage one deals with the identification of the problem. The second step involves the presentation of suitable disciplinary templates, point/s of reference, significant theories and concepts, and related literatures. This is followed by the conceptualization of an integrative model, set of questions, group of participants, and (both past and current) data-gathering techniques. Third, there must be feasible resolutions to foreseen conflicts between various disciplines acquired through mutual learning. After this, the collaboration of relevant information (from different perspectives) as well as the assessment of their accuracy, dynamism, and applicability, should be conducted. At the end of the process, researchers should be able to negate or affirm the proposed responses and infer about future projects.Less

The Interdisciplinary Process

Julie Thompson Klein

Published in print: 1990-12-06

This section describes the process of interdisciplinary research in relation to individual differences, cultural diversity, and contradicting standpoints. Stage one deals with the identification of the problem. The second step involves the presentation of suitable disciplinary templates, point/s of reference, significant theories and concepts, and related literatures. This is followed by the conceptualization of an integrative model, set of questions, group of participants, and (both past and current) data-gathering techniques. Third, there must be feasible resolutions to foreseen conflicts between various disciplines acquired through mutual learning. After this, the collaboration of relevant information (from different perspectives) as well as the assessment of their accuracy, dynamism, and applicability, should be conducted. At the end of the process, researchers should be able to negate or affirm the proposed responses and infer about future projects.

This chapter explains the objective of this book, which is to study the practice of performance audits and relate it to contemporary development public management. This book evaluates audits carried ...
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This chapter explains the objective of this book, which is to study the practice of performance audits and relate it to contemporary development public management. This book evaluates audits carried out by Supreme Audit Institutions (SAI) in Great Britain, Sweden, The Netherlands, Finland, and France. It highlights the need for more publications that offer sustained and independent analysis of the audit process and stresses the importance of exploring the connections between performance auditing and public-sector management reform.Less

Christopher PollittHilkka Summa

Published in print: 1999-09-30

This chapter explains the objective of this book, which is to study the practice of performance audits and relate it to contemporary development public management. This book evaluates audits carried out by Supreme Audit Institutions (SAI) in Great Britain, Sweden, The Netherlands, Finland, and France. It highlights the need for more publications that offer sustained and independent analysis of the audit process and stresses the importance of exploring the connections between performance auditing and public-sector management reform.

This chapter introduces the concept of professionalism through a functionalist viewpoint, an interactionist viewpoint, and through a theory of closure, while distinguishing a professional from a ...
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This chapter introduces the concept of professionalism through a functionalist viewpoint, an interactionist viewpoint, and through a theory of closure, while distinguishing a professional from a profession. It mainly addresses the following interrelated themes to further examine the modifications in the roles of professions and professionals in the changing public sector: relating the impact of competition and quasi-markets on both the professions and on the professionals; analysing how the management processes within organizations are being modified while presenting the impact of increased managerialism on the professions; and exploring the role of, development processes of, and issues raised for professional managers and their colleagues.Less

Professionals and the New Public Management

EWAN FERLIELYNN ASHBURNERLOUISE FITZGERALDANDREW PETTIGREW

Published in print: 1996-07-18

This chapter introduces the concept of professionalism through a functionalist viewpoint, an interactionist viewpoint, and through a theory of closure, while distinguishing a professional from a profession. It mainly addresses the following interrelated themes to further examine the modifications in the roles of professions and professionals in the changing public sector: relating the impact of competition and quasi-markets on both the professions and on the professionals; analysing how the management processes within organizations are being modified while presenting the impact of increased managerialism on the professions; and exploring the role of, development processes of, and issues raised for professional managers and their colleagues.

Business process reengineering (BPR) is defined as the ‘the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of ...
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Business process reengineering (BPR) is defined as the ‘the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance…’. Classical and incremental revisionist writers have great confidence in this view that it may be able to bring about successful transformation through interventions while the critical writers who have commented on this process are skeptical about the assumptions of organization and the results of the actual practice of BPR. This chapter answers the following basic questions: what is organization transformation? How can a BPR-inspired attempt at organizational transformation be assessed? This chapter builds on business processes as the focus of the efforts for change and describes how BPR is practiced through presenting related literatures regarding the subject.Less

Terry McNultyEwan Ferlie

Published in print: 2004-02-26

Business process reengineering (BPR) is defined as the ‘the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance…’. Classical and incremental revisionist writers have great confidence in this view that it may be able to bring about successful transformation through interventions while the critical writers who have commented on this process are skeptical about the assumptions of organization and the results of the actual practice of BPR. This chapter answers the following basic questions: what is organization transformation? How can a BPR-inspired attempt at organizational transformation be assessed? This chapter builds on business processes as the focus of the efforts for change and describes how BPR is practiced through presenting related literatures regarding the subject.

As evidence in the preceding chapter suggests that reengineering brought about change in the organization of the hospital and in the provision of services, it did not have the anticipated ...
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As evidence in the preceding chapter suggests that reengineering brought about change in the organization of the hospital and in the provision of services, it did not have the anticipated transformational effect when assessed in reference to quantitative measures and the other qualitative measures used in the analysis. A crucial indicator of transformation used in the model is the general change in the organization. However, there are observed discrepancies on the rate and pace of reengineering across various clinical and managerial units in the hospital. The strengths and weaknesses of the reengineering programme were assessed through analysing ambition, the reengineering laboratories inside and outside LRI, the involvement of middle managers, and the use of management consultants. The chapter also presents and assesses the variation of the dynamics of the patient process redesign.Less

Limits to Organizational Transformation: Explaining Local Variation within a Change Programme

Terry McNultyEwan Ferlie

Published in print: 2004-02-26

As evidence in the preceding chapter suggests that reengineering brought about change in the organization of the hospital and in the provision of services, it did not have the anticipated transformational effect when assessed in reference to quantitative measures and the other qualitative measures used in the analysis. A crucial indicator of transformation used in the model is the general change in the organization. However, there are observed discrepancies on the rate and pace of reengineering across various clinical and managerial units in the hospital. The strengths and weaknesses of the reengineering programme were assessed through analysing ambition, the reengineering laboratories inside and outside LRI, the involvement of middle managers, and the use of management consultants. The chapter also presents and assesses the variation of the dynamics of the patient process redesign.

This book brings together recent, multidisciplinary, cutting edge research on the globalization of markets for contemporary art. Focusing on different regions including China, Russia, India, and ...
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This book brings together recent, multidisciplinary, cutting edge research on the globalization of markets for contemporary art. Focusing on different regions including China, Russia, India, and Japan, the chapters in this book study the extent to which art markets have indeed become global. On the one hand, it focuses on organizations such as the art fairs, Internet platforms, and auction houses which have enabled global flows of contemporary art. It shows how art from places such as the Middle East has been transformed into a new asset class. On the other hand, the chapters highlight the multiple barriers which globalization has encountered in art markets. Although markets for contemporary art have indeed emerged across the globe, cross-border flows of works of art have remained comparatively insignificant. The reasons behind these barriers are explored. They include differences in taste across the globe, trade barriers in countries like India and Brazil, and vested interests of actors in local art worlds like Japan. This book recognizes the coexistence of various ecologies of contemporary art exchange and sketches the presence of resilient local networks of actors and organizations within art markets. Some chapters moreover argue that Europe and the United States continue to dominate the global market, especially when considering rankings of success and participation in the most prestigious commercial events such as Art Basel.Less

Cosmopolitan Canvases : The Globalization of Markets for Contemporary Art

Published in print: 2015-03-01

This book brings together recent, multidisciplinary, cutting edge research on the globalization of markets for contemporary art. Focusing on different regions including China, Russia, India, and Japan, the chapters in this book study the extent to which art markets have indeed become global. On the one hand, it focuses on organizations such as the art fairs, Internet platforms, and auction houses which have enabled global flows of contemporary art. It shows how art from places such as the Middle East has been transformed into a new asset class. On the other hand, the chapters highlight the multiple barriers which globalization has encountered in art markets. Although markets for contemporary art have indeed emerged across the globe, cross-border flows of works of art have remained comparatively insignificant. The reasons behind these barriers are explored. They include differences in taste across the globe, trade barriers in countries like India and Brazil, and vested interests of actors in local art worlds like Japan. This book recognizes the coexistence of various ecologies of contemporary art exchange and sketches the presence of resilient local networks of actors and organizations within art markets. Some chapters moreover argue that Europe and the United States continue to dominate the global market, especially when considering rankings of success and participation in the most prestigious commercial events such as Art Basel.